The conventional view of a manager is someone who controls and directs his employees. Management theorists still cite controlling as one of the four management functions. Despite this label, progressive managers strive to serve as helpers and supporters. In fact, some companies give managers titles such as "coach," "team leader" or "coordinator." These titles help reflect the sentiment that management should encourage and inspire, rather than berate and belittle. The management process holds leaders accountable for the "big picture." During planning, managers decide how to fit all the pieces of that "big picture" together.

Planning

Managers plan by deciding what to accomplish. During the planning process, management lays out what goals to achieve. Besides deciding what to strive for, leaders decide how to accomplish goals. Planning is the first step in the management process. Goals can be for a department, a division, the entire company or for an individual product. For example, it may be the goal of a retail store manager to increase customer loyalty by 15 percent in one year's time. In some cases, managers may decide on goals for their employees' development.

Organizing

Organizing is the management function that entails gathering resources. Once a plan is in place, managers need to structure a way to accomplish their goals. Leaders arrange human and material resources according to how they plan to achieve their objectives. If the objectives are to increase employee job satisfaction and decrease turnover, managers might hire outside help from consultants. They could also schedule more training sessions on job tasks, responsibilities and technical knowledge. This could mean leaders will have to reach out to the company's trainers, mentors and specialists

Leading

Leading is about communicating the plan to employees and advising them along the way. Managers try to motivate those who perform the tasks that are necessary to achieve their goals. The leading function isn't so much about telling employees what to do but why it needs done. When they lead, managers build relationships by answering questions, addressing concerns and showing positive enthusiasm. Leaders often can't carry out their planned objectives alone and need to instill a sense of teamwork and harmony.

Controlling

Controlling is about measuring performance results against planned objectives. In other words, did the employees and the company accomplish what they wanted to? If actual performance fell short of management's goals, what can be done to correct it? Controlling isn't always a reactive function, as managers may intervene while employees are carrying out the plan. Intervention may be necessary if actual performance is too far off track. Managers may revise or tweak goals and objectives. They may also use performance results to plan future goals.

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About the Author

Helen Akers specializes in business and technology topics. She has professional experience in business-to-business sales, technical support, and management. Akers holds a Master of Business Administration with a marketing concentration from Devry University's Keller Graduate School of Management and a Master of Fine Arts in creative writing from Antioch University Los Angeles.

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Akers, Helen. "How Does Planning Relate to Other Management Functions?" Small Business - Chron.com, http://smallbusiness.chron.com/planning-relate-other-management-functions-65109.html. Accessed 24 May 2019.

Akers, Helen. (n.d.). How Does Planning Relate to Other Management Functions? Small Business - Chron.com. Retrieved from http://smallbusiness.chron.com/planning-relate-other-management-functions-65109.html